The Politicians’ Charter
Standards for the Exercise of Public Authority
Purpose
This Charter defines the minimum standards of behaviour, competence, and stewardship expected of those elected or appointed to public office in the United Kingdom.
It exists to allow citizens, journalists, and institutions to examine how political power is exercised, not merely what is promised.
This Charter does not prescribe ideology or policy outcomes.
It defines conditions of legitimacy.
The Role of Government
Government exists to collect and steward public resources, to provide essential services, and to act in the long-term public interest.
Those entrusted with political authority are responsible for:
- safeguarding national security
- maintaining the rule of law
- providing effective public services
- stewarding the economy and public finances
- protecting civil liberties
- representing national interests at home and abroad
These functions form the scope of responsibility against which performance must be assessed .
Behavioural Acceptability in Office
Before performance can be judged, behaviour must be acceptable.
Politicians commit to:
1. Truthfulness
- Providing accurate information to Parliament and the public
- Correcting errors promptly and openly
Persistent uncorrected falsehoods render behaviour unacceptable.
2. Respect for Evidence
- Engaging honestly with evidence, including inconvenient facts
- Acknowledging uncertainty and risk
Selective or misleading use of evidence is unacceptable.
3. Transparency of Reasoning
- Explaining why decisions are taken
- Making criteria and trade-offs explicit
Opaque decision-making is unacceptable.
4. Responsibility for Outcomes
- Accepting responsibility for outcomes within remit
- Addressing failure rather than deflecting blame
Systematic blame-shifting is unacceptable.
5. Integrity of Office
- Declaring and managing conflicts of interest
- Using office solely for the public interest
Misuse of office undermines legitimacy.
Performance Expectations in Office
Beyond behaviour, politicians are accountable for how well they perform.
Performance should be examined against transparent criteria, including:
A. Strategic Clarity
- Clear objectives stated early
- Stability of purpose, or explicit justification for change
B. Decision Quality
- Explicit criteria
- Credible alternatives considered
- Trade-offs acknowledged
C. Delivery and Execution
- Commitments translated into outcomes
- Failure recognised and corrected
D. Value for Money
- Responsible stewardship of public funds
- Costs compared against forecasts
- Benefits realised relative to expenditure
Value for money is the fundamental basis on which citizens are entitled to judge performance .
E. Institutional Stewardship
- Preservation and strengthening of public capability
- Avoidance of short-term gain at long-term cost
Elections, Mandates, and Accountability
Elections confer authority; they do not excuse poor behaviour or poor performance.
Politicians commit to:
- treating manifestos as serious statements of intent
- subjecting commitments to scrutiny
- explaining deviations honestly
Democratic accountability depends on traceability between promises, decisions, and outcomes, not theatrical performance .
A Necessary Test
This Charter enables a direct and unavoidable question:
Are you exercising public authority in a way that is truthful, evidence-based, accountable, and economically responsible?
If that question cannot be answered clearly, legitimacy is weakened.
A Closing Principle
Disagreement is inevitable in a democracy.
Unaccountable power is not.